The 2018 Mobile World Congress in Barcelona had an optimism that set it apart from the gatherings of recent years. This was largely due to advances in making 5G a reality and the rapid evolution of the array of businesses that depend on a robust mobile sector.
With the job market heating up and the unemployment rate at a new low, there are millions of jobs waiting for the right people to fill them. This is great news for employees, but how can management retain top talent and keep high performers from jumping ship?
One of the fundamental challenges of any family business is maintaining the balance between “family” and “business.” Within the owning family, there will be the same complex, interpersonal dynamics and conflicting aspirations and priorities that occur in any other family.
As private equity firms look to maximize value from their investments, it is critical to ensure that portfolio company management teams have the right capabilities to execute against their investment theses. Though in many cases the underlying premise will lie in backing an existing management team, it is increasingly common for private equity firms to bring in a new CFO early in the lifespan of an investment.
The European commission is to push for a quota for women on company boards to address the slow progress to gender equality in the senior ranks of publicly listed businesses. Previous attempts by the EU’s executive to set a 40% goal for women in the top ranks of listed companies have been blocked by Germany, the Netherlands and Sweden overs fears that Brussels was overreaching into domestic affairs. Hungary and Poland have opposed the move on ideological grounds.
How can firms and female managers accelerate slow progress with gender diversity? In an interview with the Handelszeitung Egon Zehnder consultant Simone Stebler advises female professionals to find a sponsor.
Corporate leadership development programs aren’t working. Less than a quarter of executives at the organizations that have them think they’re effective. Evaluations of managers at thousands of corporations suggest that 72% have what it takes to grow into C-suite roles. How can we bridge the gap between this raw talent and executive success?